Please reply to student’s post below: The three-stage change model by Lewin

Please reply to student’s post below:
The three-stage change model by Lewin
In order to comprehend actual change, Lewin devised the three step models of change to concentrate on two aspects of change: the process of modification in an institutional environment and how the status quo might be affected. According to Lewin, any given personality in response to a proposed amendment is a group functions conduct .Similarly, any influence or connection that impacts an organizational design has an effect on people’s decisions and opportunity to modify (Bakari et al., 2017). As a consequence, throughout the update process, the group environments or fields should indeed be reflected. The purpose of this research is to examine Lewin’s stages and how they pertain to my clinical practice.
Lewin’s three-stage framework discusses the characteristics of modifications, how they are executed, and the resulting problems or issues. Burnes (2019) noted that unfreezing, changing, and refreezing are the three stages of the model. In the early stages of unfreezing, Lewin regards human behavior in response to transformation as quasi-static equilibrium. Even though the situation is conceptually an attitudinal, mental, and physical capacity that could almost unquestionably be attained, it was initially designed to allow the mind to evolve without acquiring that proficiency. This phase, for instance, is important to my clinical specialty because a transmittable infection can proliferate throughout a populace or health facility and rejects preliminary controls. Medical progress will potentially allow the sickness to be remedied and almost completely removed from the populace (Bakaria et al., 2017). 
Changes, however according Lewin’s theory, are accompanied by the very same resistances that are conquered by collective force or by individuals who refuse to consider the alterations. Consequently, in order to understand a personality who is prone to change, we should interrupt the equilibrium states.
In addition, the second stage is change or modification. Besides, when the status quo has been unfrozen, change may begin to take shape. Since organizational change is difficult, sticking to a pre-determined methodology does not provide a positive outcome (Bakaria et al., 2017). This step is important to my professional activity since it requires me to prepare a variety of options, spanning from scheduled decision making to experimentation. Analyse what succeeded, what did not, as well as which parts were resistive every occasion you make changes. Leadership and flow of information are preferably two essential determinants of the effective and long-term usefulness of using the change approach during inspections (Bakari et al., 2017).  
Similarly, Leadership, on the other perspective, is the ability of particular persons in organizations to impact the achievement of broad objectives (Bakari et al., 2017). Well-thought-out change methods, on the other hand, entail recognizing inspiration and aspirations. Information flows, on the other hand, relate to the information exchange at multiple levels of an organizational processes, allowing a wide range of experience and talents to be made accessible, and synchronizing issue resolution within the institution.
            Moreover there is the third stage which is known as the refreeze. Rosenbaum et al. (2018) mentioned that the purpose of this phase is to maintain the advancements that have already been implemented. Persons’ objectives are to assess the current status quos in order to avoid fighting forces aiming to enforce the adjustments. The new states have an impact on the group’s operations, customs, procedures, and regulations. The earlier significant characters, on the other hand, seem to reappear since no real efforts are taken to strengthen and preserve the modifications or changes. Besides, to deploy and freeze the new changes, both formally and informally processes must be considered (Rosenbaum et al., 2018). Nonetheless, in order to counterbalance the combined effect of all opposing change forces, further activities or interventions must be addressed. These steps are more important in ensuring that the required adjustments is successful and that the norm is established. This phase is pertinent to my medical practice because it incorporates new cultural changes, promotes and produces long-term change plans, recognizes success, and makes training and communication easier. Ultimately, the change has been well-received, and the plan is fully deployed.
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? the role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model. Journal of Change Management, 17(2), 155–187.
Bakaria, H., Hunjrab, A., & Masood, M. (2017). Managing organizational change in pakistan: insights from the work of Kurt Lewin. UW Journal of Management Sciences, 1, 53–64.
Burnes, B. (2019). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organizational change management. Journal of Organizational Change Management, 31(2), 286–303.